STATEMENT OF CORPORATE INTENT

Transcription

1 PORTS OF AUCKLAND LIMITED STATEMENT OF CORPORATE INTENT For the period from 1 July 2017 to 30 June 2020 Ports of Auckland I SCI 2017/20 Page 1 of 9

2 CONTENTS 1. Introduction Purpose Nature and Scope of Activities Vision Objectives Key Performance Targets Dividend Policy Accounting Policies Information to be provided to the Shareholder Investments Capital Expenditure Asset or investment disposals Compensatory Activities Value of Shareholder s Investment... 9 Ports of Auckland I SCI 2017/20 Page 2 of 9

3 STATEMENT OF CORPORATE INTENT For the Period from 1 July 2017 to 30 June Introduction This Statement of Corporate Intent (SCI) is for Ports of Auckland Limited and its subsidiaries (referred to singularly or collectively as POAL or the Company ). POAL is a wholly owned subsidiary of Auckland Council Investments Limited (referred to as ACIL or the Shareholder ). This SCI covers the period from 1 July 2017 to 30 June 2020, and has been prepared in accordance with the terms under Section 9 of the Port Companies Act Purpose The purpose of this Statement of Corporate Intent (SCI) is to: State publicly the activities and intentions of POAL and the objectives to which those activities will contribute; and Provide a basis for the accountability of the Board of Directors of POAL to the Shareholder for the performance of the Company and its subsidiaries. 3. Nature and Scope of Activities POAL provides the following services: (a) (b) (c) (d) (e) (f) (g) container terminal handling services which includes receipt, delivery, transit storage and shipment of a wide range of import and export cargos; breakbulk and bulk cargo handling services; marine services which include pilotage, towage and bunkering services both directly and through its ownership of SeaFuels Ltd and Bunker Shipz Ltd and its half ownership of North Tugz Ltd; intermodal freight hubs in South Auckland, Waikato, Bay of Plenty and Manuwatu both directly and through its ownership of Waikato Freight Hub Ltd and its one third ownership of Longburn Intermodal Freight Hub Ltd; supply chain management services both directly and through its ownership of Nexus Logistics Ltd and CONLINXX Ltd; other port-related activities required to manage and operate an efficient and competitive port both directly and through its half ownership of PortConnect Ltd; and services and facilities to support the cruise ship industry. 4. Vision Working for Aucklanders, today and tomorrow Ports of Auckland I SCI 2017/20 Page 3 of 9

4 5. Objectives 5.1 Principal Objective The principal objective of POAL is to operate as a successful business, ie to be as profitable and efficient as comparable businesses that are privately owned, and sustainable over the long term. 5.2 Working for Aucklanders We recognise the important impact the achievement of our goals to facilitate trade for the region s and nation s exporters and importers and the cruise ship industry has on the economic wellbeing of Auckland City, the Auckland region and New Zealand. We recognise the place POAL plays in the Auckland community and are committed to ongoing consultation with Auckland Council and its related entities, our community and local iwi. POAL will maintain a stakeholder engagement plan and act as a good neighbour and as a good corporate citizen and will report progress against the plan to the shareholder on a quarterly basis. POAL will strive to achieve the targets it has set to improve profitability and provide a sustainable level of financial returns to its shareholder. POAL will act in an environmentally and socially responsible manner. POAL will act as a good employer. POAL will work co-operatively with Auckland Council and CCOs to assist in the delivery of outcomes related to the Waterfront Development Masterplan and the Auckland Plan/Unitary Plan. POAL will contribute to Auckland Council s targets for reducing greenhouse gas emissions through POAL s Emission Reduction Roadmap. POAL will strengthen its relationships with Mana Whenua to enable it to contribute to Auckland Council s targets of increasing Maori economic and social wellbeing. POAL will ensure that ACIL is kept fully and promptly informed of any issues that may generate public and/or media interest or comment. 5.3 Integrated Reporting Outcomes and Objectives Safe and empowered people Safety and wellbeing embedded into our culture Structures and systems for an engaged and well-skilled workforce Diversity leveraged for competitive advantage Foresight and innovation in our culture Delighted customers Productive and efficient operations. Effective engagement with customers. Strong strategic relationships Strong relationships and strategic alliances with complementary organisations and ports Ports of Auckland I SCI 2017/20 Page 4 of 9

5 Supportive stakeholders Positive contribution to the local communities Constructive relationships with all stakeholders, including community, local and central government, iwi and media Improved environment Protection of our natural environment Responsible use of natural resources Volume growth through sustainable supply chain solutions Complete supply chain network hubs and transport Gain high volume cargo owners with supply chain solutions Supply chain successfully contributes to volume growth Keeping ahead of trade needs Step-change in container terminal capacity through straddle automation Step-change in car handling capability Appropriate capacity to meet growing volumes and larger ships Improved productivity through innovative technology Ensure current resources are optimised Commercially successful Sustainable shareholder returns New sustainable revenue streams through innovation and partnerships Business model supports our future success Ports of Auckland I SCI 2017/20 Page 5 of 9

6 6. Key Performance Targets Outcomes Key Performance Measures Targets Safe and empowered people Number of lost time injuries Achieve the target of becoming a zero harm workplace Crane rate (as measured by MOT) Delighted customers Vessel rate (as measured by MOT) Truck turnaround time 90% at < 30 min 90% at < 30 min 90% at < 30 min Truck average turn time Customer Survey Score At least 8/10 At least 8/10 At least 8/10 Supportive stakeholders Hold quarterly community reference group meetings to provide a forum for community feedback and dialogue re POAL s operations and development plans. Attend all relevant Auckland local Board meetings where invited and strengthen relationships with the Orakei, Waitemata and Devonport-Takapuna local boards. Number of harbour spills caused by POAL Improved environment All public environmental complaints acknowledged within 24 hours Target detailed response timeframe for complaints (where required): 90% within 7 working days and 100% within 10 working days Container volume % on rail v road 15% 18% 20% Increase in revenue 10.8% 7.5% 11.7% Interest coverage ratio 5.1x 4.6x 4.6x Net Profit after Tax (NPAT) $54.0m $59.5m $55.9m Commercially successful Dividend declared (includes group tax offset) Return on Equity (NPAT / average Equity) Ratio of consolidated shareholders funds to total assets $47.7m $52.2m $48.6m 7.8% 8.5% 7.9% 57.9% 52.7% 52.0% The near-term objectives and associated targets represent POAL s concerted efforts to develop and implement its long-term strategy to improve the profitability and sustainability of its operations. 7. Dividend Policy POAL wishes to maintain an optimal capital structure and will every three years review that structure to determine whether additional capital can be released and whether changes need to be made to the dividend policy. POAL notes the Shareholder s desire to receive dividends representing 80% of after-tax profits (excluding the tax-adjusted effect of investment property revaluations, unrealised capital gains and losses, unrealised treasury gains and losses) and will use its best endeavours to accommodate that desire within the constraints imposed by the Directors obligations to act in accordance with their statutory duties and in the best interests of the Company. Distributions are expected to be at that level. Dividends will be paid in two instalments in February and August. Ports of Auckland I SCI 2017/20 Page 6 of 9

7 8. Accounting Policies POAL has adopted accounting policies that are consistent with the New Zealand International Financial Reporting Standards (NZ IFRS) and other standards issued in accordance with the Companies Act 1993 and the Financial Reporting Act 1993 and any amendments thereto. A full statement of the Company s accounting policies is set out in the audited annual Financial Statements. 9. Information to be provided to the Shareholder Statutory Information Requirements Annual Statement of Corporate Intent (SCI) POAL will provide the Shareholder with a draft SCI for discussion and a final SCI as required by the Port Companies Act, working with the shareholder to meet its timetable. Half Yearly Report Within seven weeks after the end of the first half of each financial year, the Company will deliver to the Shareholder and the Minister of Transport its Half Yearly Report prepared in accordance with the NZ IFRS and the Financial Reporting Act 1993, including the unaudited group consolidated financial statements and performance commentary, together with such other information as the Board consider appropriate. The report will include: Performance Commentary, Income Statement, Balance Sheet, Cash Flow Statement, Statement of Changes in Equity, Notes to the Financial Statements, Performance against the SCI Key Performance Targets and other measures. Annual Report Within three months after the end of each financial year POAL will deliver to the Shareholder and the Minister of Transport its Annual Report prepared in accordance with the reporting requirements of the NZ IFRS and the Financial Reporting Act 1993 and will include the audited annual group consolidated financial statements and performance commentary, together with such other information as the Board consider appropriate. The report will include: Performance Commentary, Income Statement, Balance Sheet, Cash Flow Statement, Statement of Changes in Equity, Notes to the Financial Statements, Performance against the SCI Key Performance Targets and other measures, and Ports of Auckland I SCI 2017/20 Page 7 of 9

8 Auditor s Report. Other Information Requirements Quarterly Reports Within five weeks after the end of each quarter, the Company will deliver to the Shareholder a report on the preceding quarter, consisting of the following: Financial update as at the end of the quarter showing progress against budget, including the return on equity (ROE); Progress against key performance indicators and SCI targets in Section 7; Commentary on progress on key issues affecting or likely to affect the business; and Any significant events that have arisen in the quarter. Shareholder Meetings At a time to be agreed with the Shareholder after the end of each quarter of the financial year, POAL management will present to ACIL management on the performance of the Company as well as progress on key issues affecting or likely to affect the business, and any significant events that have arisen. The POAL Board will meet with the ACIL Board twice each year to discuss strategic issues and business performance. Strategic Plan POAL will prepare its annual strategic plan and present to the Shareholder before 30 September in each year. Communication of Information The Company s primary line of communication, for all formal reports and ad hoc business matters, is direct to the Shareholder, ACIL. The ACIL Chief Executive will normally be the prime contact point. POAL will ensure that ACIL is kept fully and promptly informed of any issues that may generate public and/or media interest or comment. This is referred to as the no surprises policy. POAL will provide all public benefit entity reporting requirements to ACIL as required by ACIL s timetable. 10. Investments The Company's ability to subscribe for, purchase or otherwise acquire shares in any company or other organisation is governed by the provisions in the POAL Constitution and the Companies Act In addition, the Company will consult with ACIL in respect of any acquisition of shares or investment in a joint venture where the consideration exceeds $50m before contractual commitments are entered into. 11. Capital Expenditure The Company will consult with ACIL in respect of any significant proposed capital expenditure which is not included within, or is inconsistent with, the 5 year strategic plan, or which impacts the Port s footprint and its connection to Auckland or which exceeds $50m before contractual commitments are entered into. Ports of Auckland I SCI 2017/20 Page 8 of 9

9 12. Asset or investment disposals The company will consult with ACIL in respect of any significant asset or investment disposal before contractual commitments are entered into. 13. Compensatory Activities The Company will seek compensation for all non-commercial activities performed by it on behalf of local authorities. 14. Value of Shareholder s Investment The assessed market equity value of Ports of Auckland Limited based on an external review undertaken at 31 December 2013 was $1.1b. Ports of Auckland I SCI 2017/20 Page 9 of 9